In this study was in the course of the international enterprise, what Human Resource¡¦s role & responsibility, and whether Human Resource strategy to fit the organization¡¦s development. For example, how to build up the fluently organization¡¦s communication channel or build up the talent pool for global talent recruitment. In this research, qualitative case study approach to research, according to current enterprise¡¦s practice and scholarly research and observation, to analysis this case for international human resource strategy. This case emphasize in international Human Resource management process control from internal and external environment impact. Through the case study todiscuss & find out what effect on Human Resource management by actual practice in global company. After the data integration & analysis, the results of this study case obtained the following conclusions: 1. Integrated organization design is main type of global management in Human Resource. For keep elasticity, maximum benefit when company still expanding. 2. For global talent war. Initiate more channels to get diversify talents. Set up the ¡§Blue Ocean Strategy¡¨ for global. Because no talents, no opportunity for success. 3. Base on "job training" , set up more aggressive training strategy to build up the learning organizations. 4. Build up more effectiveness information system enhance decision-making performance. The information system for Human resources require powerful & faster , to meet complex organizational design. 5.Bulid up an excellent atmosphere in employee relations and corporate culture. All the ways towards company¡¦s success need to smooth internal communication for eliminate misunderstanding within the company. Forming the internal support and cooperation relations, as the driving force to company¡¦s development.

Globalisation has led to an increased need for MNEs to expand their operations and appoint expatriate managers in foreign countries. The failure of these expatriates has been identified as a major concern for multinationals, as failure rates range between 30 and 40 percent and may cost an enterprise up to US$1.2 million. Many studies have found the inability of the trailing spouse to adjust in the host country to be the most common cause of expatriate failure. As they are more immersed in the host-country’s culture than the expatriate, spouses may experience severe culture shock, isolation, and stress, and need to come to terms with the various differences in healthcare systems, housing arrangements, cuisine, language and gender roles. The adjustment of the trailing spouse has been found to be significantly related to the success of an international assignment, making enterprise-assistance programmes essential. The aim of this study was to determine the preparation, training and support requirements of trailing spouses in order for MNEs to reduce the likelihood of failure amongst their assignees. A literature study was conducted in order to investigate the causes of failure and to identify best practices for the preparation, training and support of spouses accompanying expatriates on assignment. The literature study was then followed by an empirical study, in which a link to an online questionnaire was distributed through MNEs and online forums to trailing spouses currently on assignment. Spouses were required to answer demographic questions and give their opinion regarding various preparation, training and support requirements by rating their level of agreement, on a four-point Likert Scale, as to whether or not they required any of the listed items for adjustment and whether or not these were provided to them by the enterprise. The data was then analysed using a factor analysis, Cronbach’s Alpha, a t-test, paired t-test, an analysis of the mean scores and other inferential statistics. This study has revealed that enterprises are not providing expatriate trailing spouses with the preparation, training and support that they require, and has identified what preparation, training and support is required by spouses in order to adjust in the host country. Recommendations have been made based on these findings to assist enterprises in developing preparation and training programmes and providing adequate support to spouses prior to and during the assignment. It is important to remember that the key to expatriate success is the trailing spouse’s adjustment. These recommendations should therefore enable MNEs to design and implement expatriate programmes and processes that take into consideration the needs of trailing spouses in order to reduce the likelihood of expatriate failure. / Dissertation (MCom)-- University of Pretoria, 2016. / Business Management / Unrestricted

Human resource management (HRM) has paid insufficient attention to the impact of context. In this article, we outline the need for HRM to take full account of context, particularly national context, and to use both cultural theories and, particularly, institutional theories to do that. We use research publications that utilize the Cranet data to show how that can be done. From that evidence, we develop a series of proposals for further context-based research in HRM.

<p>Syftet med uppsatsen är att studera det växande behovet av International Human Resource Management (IHRM) i syfte att skapa förståelse för företagets interna resurser och hur dessa kan bidra till företagets utveckling. För att uppnå uppsatsens syfte har vi utformat följande huvudproblem; I vilken utsträckning kan ett företags strävan efter internationell framgång förstås genom dess ledare<em>?</em> För att besvara det formulerade huvudproblemet har vi valt att använda en kvalitativ ansats och tillämpat fallstudie som forskningsstrategi.</p><p>Den teoretiska referensramen innefattar en beskrivning av olika etableringsstrategier och medföljande ledarpositioner samt behandlar det resursbaserade synsättet vilket är relevant för vårt ämnesval och vår frågeställning. Vidare består av teorikapitlet av en deskription av IHRM och tillsättningsstrategier. Det empiriska kapitlet behandlar den information som tillhandahållits genom fallföretaget och dess informanter rörande ledarpositioner och efterfrågade kompetenser hos en internationell ledare. Kapitlet är strukturerat utefter de informanter vi utsett; företagets VD, marknadschef samt försäljningschefer.</p><p>I analyskapitlet diskuteras och analyseras den teoretiska referensramen tillsammans med det empiriska utfallet. Kapitlet belyser de olika ledarpositioner som medför de valda etableringsstrategier samt vilka kompetenser som prioriteras vid tillsättning av den internationella ledaren. Från vår analys framgår det att de främsta kompetenser en kvalificerad försäljningschef bör besitta är förmågan till social kompetens och ett tekniskt kunnande, goda förhandlingskunskaper samt en stark drivkraft. Vidare i kapitlet analyseras de faktorer som kan bidra till företagets internationella framgång.</p><p>Uppsatsens slutsats visar att NORDENs ledande position inom tubfyllningsbranschen har uppkommit tillföljd av försäljningschefernas ovärderliga erfarenhetsbaserade kunskaper samt förmågan att anpassa företagets globala strategi till lokala kunders önskemål. Avslutningsvis presenteras förslag till fortsatt forskning inom IHRM samt rekommendationer till fallföretaget.</p>

Expostas à concorrência externa intensa com a abertura da economia e a criação do Mercosul, as empresas brasileiras começam a se movimentar mais efetivamente no sentido da internacionalização na década de 1990, culminando, na década seguinte, com uma explosão de iniciativas dessas empresas em busca de novos mercados. Nasce com essa nova realidade, a necessidade de constituir quadros de gestores e especialistas para implantar e gerenciar o empreendimento. É fundamental, portanto, que essas empresas estabeleçam um novo modelo de gestão de pessoas que seja abrangente a esses novos desafios organizacionais. O interesse da pesquisa está no processo que essas empresas empreenderam ou vêm empreendendo, para atingir estágios de satisfação com as políticas de recompensas tanto da empresa como de seus empregados. Conhecer os caminhos percorridos pelas empresas que já consolidaram sua inserção internacional, com seus acertos e erros, significa a possibilidade de pavimentar um terreno para facilitar a adoção de políticas mais adequadas às contingências dos novos empreendimentos. Foi adotado o método de estudo de casos múltiplos, com a participação das empresas Camargo Corrêa e Votorantim, sendo aplicada análise de conteúdo e de acontecimentos cronológicos, coerente com uma concepção longitudinal de estudo. Entre as principais contribuições deste trabalho está a consolidação de uma literatura internacional sobre gestão internacional de recompensas, ressaltada a identificação dos diversos modelos de remuneração adotados e o resgate histórico da sua adoção; a verificação, em uma perspectiva longitudinal, das alterações introduzidas nos modelos de recompensas em designações internacionais pelas empresas brasileiras e a criação de um modelo teórico de referência para gestão das recompensas para expatriados que considera as variáveis interferentes e os pressupostos que fundamentam as decisões. O estudo pode colaborar com as empresas que passam pelo processo de internacionalização na adoção do modelo aplicado mais apropriado ao seu momento. / Exposed to intense external competition, due to the economy opening and the creation of MERCOSUR, the Brazilian companies begun to move more effectively towards internationalization in the 1990s. Therefore, culminating with an explosion of initiatives in the next decade leading businesses to search for new markets. Taking into account this new reality, rises the need to establish frameworks for managers and specialists to deploy and manage the venture. In this regard is crucial that those companies establish a new model of human resources management that is capable to deal with these new organizational challenges. Research interests is based on the process that these companies have undertaken, or comes after, to achieve stages of satisfaction of both, companies and respective employees, related to the policies of rewarding. Knowing the ways the companies went through with has already consolidated its international insertion, considering hits and constraints, means the possibility to pave a plot of land to facilitate the adoption of policies that are more appropriate to the contingencies of new ventures. In this sense, was adopted the method of multiple cases study, with the involvement of companies such as Camargo Corrêa and Votorantim, being applied analyses of content and timing events consistent with a longitudinal study. Among the main contributions of this work is the consolidation of international literature on international management rewards, underlining the identification of various models of compensation adopted as of their history; nonetheless, the verification, in a longitudinal perspective, of changes in models of employees rewards in international assignment and the creation of a theoretical model of management for rewards within expatriates, considering the assumptions and variables interfering and/or underlying such decisions. The study intends to collaborate with companies that pass through these processes of internationalization to adopt more appropriatemodel to their context.

International Human Resource Management (IHRM) plays a significant role in Multinational Corporation (MNC) management and governance, particularly when such organizations transfer policies and practices from their headquarters to subsidiaries overseas. However, there is some scepticism concerning the balance and coherence in the relationship between standardized systems set in MNC headquarters and the adapted practices in their subsidiaries. This may become evident when considering the factors that influence the design, conduct and related effectiveness of human resource practices such as performance management. This research explores the extent to which transferability of a model for performance management, initially based on western practice, is possible from China to Africa, taking into account the required adaptation of its specific Chinese characteristics to specific African conditions. It concludes that performance management can make an important and long-lasting contribution to Chinese MNCs in Africa and raise their competitiveness and efficiency, although significant challenges remain. In the exploration of the design and implementation of this HR practice in the headquarters and subsidiary contexts, the study evaluates the methods incorporated in performance management systems for their effective transfer and examines the key factors which concern stakeholders, including employee engagement, intercultural communication and sustainable impacts within a development context. The research develops an analytical framework for taking into account the context, the influential factors and the effectiveness criteria of performance management systems in Chinese MNCs when their IHRM practices are transferred into different contexts, with specific reference to an Africa case study context. The study establishes that in the contexts considered the benefits of standardized HR practices, such as performance management, may be gained most fully for both headquarters and subsidiary when these practices are set within a win-win frame for both parts of the organisation. One which is characterised by an appropriate balance of standardisation and adaptability.

As multinational corporations (MNCs) are extending their international operations they need to examine issues such as the localisation of human resource policies and management, and the effective use of local and expatriate managers. Examination of expatriate studies indicates a lack of attention given to the relationships between expatriate managers and local managers or the perspectives of local managers working in MNCs. This thesis attempts to fill these gaps by focusing on the cross-cultural interactions between expatriate and local managers. This thesis addresses the importance of positive cross-cultural understanding between Japanese expatriate managers and local managers in Japanese subsidiaries in Australia, and its effect on work-related outcomes such as job satisfaction and commitment to the organisation. It identifies macro and micro factors which are associated with levels of job satisfaction and commitment of Japanese expatriate managers and Australian managers with special focus on economic functions of industry, communication, and mutual perceptions. Conceptual models for predicting organisational commitment for Japanese expatriate and Australian managers are developed, and the validity of the models is empirically tested. ¶ Australian managers and Japanese expatriate managers working for Australian subsidiaries of twelve Japanese-owned firms completed self-report questionnaires anonymously. A unique paired data set is used for particular analyses such as measuring communication and perceptions of each other. This thesis examines differences in work values and beliefs between Japanese expatriates and Australian managers on issues derived from structural and cultural features of Japanese MNCs; for example, the type of subsidiary-head office management (eg. strategic planning), integration of local managers, group-oriented decision making, and work ethic. It is found that there is a significant gap in perceptions between Japanese and Australian managers with regard to corporate membership, but no significant differences are found in their opinions towards the strategic planning style of management. Contrary to our expectations, Australian managers are found to be more group-oriented than Japanese managers. ¶ The characteristics of two industries, general trading firms (the sogo shosha) and manufacturing firms, are discussed and their impacts upon cross-cultural relationships and work attitudes of managers are examined. Findings indicate that Australian managers in manufacturing firms have more positive perceptions of work relations with Japanese managers and positive work attitudes than Australian managers in the sogo shosha. This suggests that manufacturing firms provide a more positive work environment to Australian managers than the sogo shosha, whereas cross-cultural interactions in the sogo shosha are not very effective, which may cause misunderstanding and mistrust between managers, and lower levels of job satisfaction and organisational commitment of local managers. The type of industry does not affect the work attitudes of Japanese managers or their perceptions of Australian counterparts. ¶ A conceptual model for predicting the organisational commitment of Japanese and Australian managers are developed and tested empirically. Independent variables included in the model are: individual characteristics, type of industry, psychological integration of local managers into the Japanese organisation, work relations between Japanese and local managers and job satisfaction. Results indicate that job satisfaction, work relations and tenure have significant impacts upon organisational commitment of Australian managers. As for the Japanese managers, job satisfaction and tenure have significant impacts upon organisational commitment, but no association between work relations and organisational commitment is found. In addition, the relationship between work relations and organisational commitment for the Australian managers is partially mediated by job satisfaction, however, this is not the case with the Japanese managers. ¶ The findings of this thesis will improve our understanding of cross-cultural interactions between expatriates and local managers, increasing overall firm performance and improving the quality of cross-cultural relationships within contemporary society. Moreover, these findings will provide a wider perspective on understanding how organisations can implement localisation of management and integrate local managers into the organisation.

One of the many tasks that an International Human Resource Management department has relates to the field of expatriation in which an employee is sent abroad to work in a foreign subsidiary. Expatriation is not a new concept, in the early modern era of expatriation after World War II, businesses were usually driven by international divisions that supervised the export issues, licensing and subsidiaries abroad. The main role of corporate human re-source department was to make it easier to select staff for foreign postings. This to find employees that were familiar with the activities and products of the company, organization, culture and also at the same time comfortable with working abroad. The purpose of this thesis is to gain an understanding of how three Swedish multinational companies select and train their Parent-Country National (PCN) expatriates before the in-ternational assignment in China. In order to reach the goal of our purpose, we have chosen to conduct case studies on three Swedish multinational companies that are currently operating in China, where interviews with the key persons for respective company has been made. The interviews was either conducted through phone or face-to-face. Our Frame of reference is based upon four sub-chapters in which we in the first chapter defines the concept of Expatriation followed by a brief introduction of the cultural differ-ences between Sweden and China. The third chapter deals with the different selection is-sues and the fourth chapter deals with training issues. Based on the Frame of reference, we created six major research questions in which from them we developed our interview questions. Through the Empirical Findings which was analyzed with help of the Frame of reference, we can say that most of the processes within selection and training are not as visible and clear as what it is said in literatures compared to a few Swedish multinational companies practice.

This study of Taiwanese managers in overseas subsidiaries, the appointment of high thinking, because the layout of Taiwan businessmen in the world of enterprise, both in Europe and the United States or in mainland China and other places, almost all of its subsidiaries responsible for the nationals, rather than local nationals, and this practice with European and American foreign just the opposite. Taiwanese firms such practices, what reaction to what Taiwanese thinking. This study uses the case interview, a total of three Taiwanese high-end interview with a foreign manager, general manager for content analysis. The results showed that Taiwanese business culture heritage importance, that have a common intellectual culture can communicate seamlessly. Second, is the head of Taiwan to overseas subsidiaries as a reward for a job, people who have contributed to the company to get this position, the third, a complete financial system, local Taiwanese that if appointments to subsidiary responsible person, then the completeness of the financial system is essential, however, that this problem of foreign production, but also Taiwan's accounting system is the result of lack of transparency. Finally, Taiwan's Pan-Familism and views on human nature as "human nature is evil," the basic assumption that all is to allow Taiwan businessmen in overseas subsidiaries, the appointment of responsible persons, who take the nationality of the reasons for this appointment.

The era of Globalization fastens the pace of corporation internationalization. National boundaries are no longer limitations for the quick transportation of people, commodities or capital all over the world. Under such circumstances, ¡§global mobility¡¨ equals ¡§competitiveness,¡¨ and the concept of ¡§Third-country Expatriation¡¨ takes place coordinately. The utilization of ¡§Third-country Nationals (TCNs)¡¨ within Multinational corporations (MNCs) stands for maturity in global development. It means MNCs already possess several well-developed overseas subsidiaries which are adequate to providing competent expatriates to become TCNs. Third-country Expatriation not only assists MNCs in expanding overseas sites, accelerating regional development, building regional talent pool, but also can be used as strategic management for MNCs to foster global talents or even business successors. Nevertheless, it¡¦s indeed a pity that there are very limited researches related to Third-country Expatriation both among domestic and foreign researchers. Both practitioners and academics have treated lightly the unique role of TCNs in the international workforce. With the growing international development of domestic MNCs and newly emerging overseas markets, the importance of Third-country Expatriation related issues is definitely about to enhance. This research adopts the exploratory quantity method, and conducts the in-depth interview with three domestic and foreign MNCs. Through the examination of their Third-country Expatriation practices, this research is able to come up with a more complete and integrated study on each human resource management activities, including: the planning for Third-country Expatriation system ¡V (1) reasons for third-country expatriation, (2) types and positions for third-country expatriation, (3) the main role of third-country expatriation system¡¦s planning, and the human resource management for Third-country Nationals ¡V (1) TCNs¡¦ selection (including decision-making and selection standards), (2) TCNs¡¦ education and training, (3) TCNs¡¦ compensation management, (4) TCNs¡¦ performance management, (5) TCNs¡¦ repatriation, (6) TCNs¡¦ oversea life support system, (7) other TCNs¡¦ management practices issues. On the other hand, based on the research results, this research also provides some essential suggestions and advices for domestic Taiwanese companies who plan to develop Third-country Expatriation system in the future.